Executive Education

Creating a Culture of Innovation

Background to the partnership

How do you turn one of the world’s oldest and largest telecoms companies into an agile, innovative, customer-focused digital services provider? Even more challenging, how do you align 13 autonomous business units across Europe and Asia to deliver this new strategy – and create a new culture of innovation for 36,000 employees?

One of Telenor’s solutions was to approach INSEAD, and Professor Nathan Furr, author of the bestselling Innovator’s Method. Together, INSEAD and the company’s executive development team devised an ingenious combination of on-campus and online programmes, held throughout 2016. First, 180 C-suite executives were immersed in the tools and concepts of the Innovator’s Method during five iterations of a four-day face-to-face programme. Then the learning was cascaded down to some 1,200 members of the next management level through bite-sized, interactive online activities and social-media style networking.

Exceeding expectations at every stage

Global reach

2,700+ sales executives

NPS

85% Net Promoter Score

Performance

90% completion rates for the online modules

Read the case study

The Telenor-INSEAD Customised Online Programme Case Study won the following award in 2017:

GOLD in the category of Organisational Development, EFMD Excellence in Practice AwardsTo learn more about the award, please click here.

Testimonials

We see the concrete examples of the impact already. We started “agile” ways of working within IT for broadband and TV last year – and we have achieved 80% decrease in the lead time and 100% increase in the productivity for “regular size” change assignments. The INSEAD programme also provided us with the right tools to continue and expand this transformation to other areas, for example, front-end development, where the “red” way of thinking has helped us to build MVPs, test quickly with customers and use the feedback to further develop it.

Patrick HofbauerCEO, Telenor Sweden

Immediately following the programme we created a structure for innovation, inspired by the “red” way of thinking. We gathered 35 experts across the company and set out on a joint innovation project, “Project X”, designed to take 90 days in 3 phases. As a kick off, we used material from INSEAD to train participants and align our thinking. The “explore” phase produced 60 concepts. We “pivoted” around these concepts, and chose 12 to formulate hypotheses and test out. Finally, six contenders presented their MVP to the entire organisation at a full-day “digital fair”, where employees voted for the best concept. Three ideas were chosen to develop and are currently in pilot phase. All 35 participants were labelled “Innovation Catalysts” and their role post Project X is to help channel innovative ideas into the organisation, applying the tools and frameworks. The INSEAD programme has definitely changed how we work.

Ronny-Bakke NaevdalChief Strategy Officer, Telenor Myanmar

The learning has inspired a redesign of our project governance for transformation projects, allowing us to work more agilely, cross-functionally and innovatively – and enabling us to execute our ambitious strategy. In addition, leaders and specialists are running smaller projects using the methods from the programme, enabling innovation with customer focus in daily work.

Selina LomholdtHR Director, Telenor Denmark

Around 100 of our leaders and change agents have taken the online programme so far. Today we feel the impact: the common language, need for speed in learning and “chief experimenter” role are well grounded across the company. Empowerment and accountability for strategy execution are encouraged and widely accepted as desired behaviours. Instead of approaching with “blue”, we are now testing hypotheses and creating solutions in iterations in prepaid mobile, Internet of Things, digital-centric customer journeys, contextual marketing, e-commerce… to name only some of the areas in which we use learning and tools from INSEAD. Selina Lomholdt HR Director, Telenor Denmark The learning has inspired a redesign of our project governance for transformation projects, allowing us to work more agilely, cross-functionally and innovatively – and enabling us to execute our ambitious strategy. In addition, leaders and specialists are running smaller projects using the methods from the programme, enabling innovation with customer focus in daily work. Oliver von Gagern Chief Strategy Officer, Telenor Norway We have changed our decision templates such that every proposal to be discussed in top

Ingeborg ØfsthusCEO Telenor Montenegro and Serbia

Enquiry?

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